Revisiting the Art of Delegation

Early in my career, I was given the opportunity to manage a relatively small group of highly independent and talented software engineers. Prior to moving into management I was a software engineer myself and most of the engineers I managed were my peers before I became their manager. My transition into management was initially difficult. I was considered very productive as an individual contributor; however, the collective productivity of my team of engineers was not as high as it should have been. Before I became their manager, the productivity of the individual engineers was fine. Therefore, I concluded that I was doing something incorrectly as a manager.

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